David Barker Email & Phone Number

Denver, Colorado, United States

Denver, Co

• Recruited by the organization to take over the new, successful acquisition in Denver of 2 companies and plants, holding full responsibility for $40M in annualized revenue and 300 high performing associates. Notable achievements while in the position have included:- Spearheaded the company’s first Food and Beverage plant while building a new $15M plant to accommodate healthcare growth. - Initiated new growth plans and metrics, led the successful rollout of a comprehensive bonus program, and work in collaboration with the team to build a “winning culture.”- Eliminated silos between production, service, and sales by building one team. - Revamped delivery areas and routing, which reduced labor costs by 20%.- Selected to mentor 3 long-term general managers on business efficiencies plans.

Chicago, Il

• Recruited specifically from Aramark to lead 10 plants, maintaining full profit and loss (P&L) responsibility for $120M in annual revenue. Notable achievements while in the position included:- Created and executed the successful Pure Start Production Excellence Program rolled out enterprise-wide. - Developed and implemented a New Customer contract and Early Renewal Program for sales, which improved net prices increases and retention. - Produced a highly effective succession plan used to recruit for critical positions. - Implemented staffing models across all facilities, which reduced labor redundancy and decreased headcount by 6% while producing $1.3M in annual savings.

Greater Denver Area

• Oversaw a group of 2,100 employees in 19 plants/market centers producing $350M in annual revenue. • Selected to improve the company’s largest region in the midst of a profit free-fall of $11M shortfall in the prior year with a negative growth rate of -4.8%.Key achievements while in the position has included:- Improved growth rates by 400 basis points in a 6-month timeframe through market-by-market pricing analysis specific to plant bottlenecks and inefficiencies to drive profitable growth. - Produced sales and operations team collaboration by breaking down silos with team ownership and through strategic sales collaboration. - Put the region on pace to deliver an 8% increase in Net Operating Profit over the prior year despite only 1% growth. - Improved the profitability of the Central Region immediately, improving $1M each quarter-over-quarter despite sagging rental volume. - Reduced delivery labor by 70 basis points by establishing “Labor by Route” analysis, reducing 30 routes or 6% of the workforce along with 10 District Managers and producing annual savings of $2.8M for a process adopted nationwide within all 3,000 routes.- Improved Auxiliary and Damage revenue in the Central Region by 270 basis points or $6.5M in annualized revenue by empowering Merchandise Managers and by eliminating variance by measuring and posting performance metrics. - Increased retention by 100 basis points by focusing on customer satisfaction scores, driving accountability through weekly reviews of lost customers, unresolved customer calls and satisfaction scores of unsatisfied customers. - Reduced plant labor by $2M by personal visits to 19 facilities in 4-months and staffing model reviews, reducing headcount by 44 and improving labor by weekly product calls to identify employee/plant lost time and employee productivity levels.

Denver, Co

• Led a group consisting of 1,500 employees in 14 plants/market centers including 2 Vice Presidents, a Human Resources Manager, a Director of Plant Operations, Finance Directors, a Regional Sales Director and 110 sales professionals producing $300M in sales.• Selected to stabilize the 2nd largest region hamstrung by capacity issues in the 3 largest plants in North America.• Refocused overworked manufacturing managers and successfully reprioritized markets and account to improve product margins. Key achievements while in the position included:- Recovered $3.7M by reducing new merchandise 230 basis points, implementing a program across the 12 general managers that set metrics, increased visibility and empowered merchandise control representatives. - Increased Loss and Ruin revenue by $4.5M by removing variability by elevating auditor positioning and publicizing performance to metrics. - Uncovered and righted sales processes, leading to 35% in under-billing by recognizing issues with inventory for multi-day accounts and by creating a new process for selling these accounts implemented nationwide. - Successfully upgraded Aramark’s largest sales team of 110 sales professional who finished ranked 1st nationally 3 out of 4 years. - Kept plant labor below budget while expanding and retrofitting facilities, ramping up 200 new employees including new general managers while overseeing a transfer of 800,000 lbs. of weekly business into 2 different facilities.- Increased profitability, enabled growth and improved plant operations by prioritizing product mix, creating efficiency measures and setting metrics-based structure for the director of plant operations weekly meetings. - Delivered 2017 net profit over the prior year in excess of 7%, recognized as the only region in AUS to improve over the prior year.

Denver, Co

Vice President, Southwest Region, (2013 – 2014)• Led a group consisting of 1,100 employees, 11 plants and bringing in $230M in annual revenue. • Selected to turn around a struggling region, recruiting better leaders to fix key locations and cultivate a passion for customer service previous missing that permeated across a 5-state region. Key achievements while in the position included:- Delivered a 2nd place rank nationwide in terms of top-line growth with 6.5% in 2012 an 8% in 2013 while improving customer retention and growing sales in a specialized market. - Exceeded the prior year’s profit of 11% in 2012 with 13% in 2013 by holding district managers accountable for loss and creating a culture where leaders refused to repeat mistakes. Group Vice President, Southern California, (2009 – 2012)• Led a group of 800 employees bringing in $120M in annual revenue, ushering in the largest revenue group through a highly successful 4-year transition.• Closed 2 plants while opening the largest plan in the nation with significant profit improvement despite tough economic conditions in assigned area. Key achievements while in the position included:- Delivered a profit plan 5 out of 6 years with a 5-year run as the dominant region in the company, bring cohesion to the region grown through a series of successful acquisitions. - Promoted to the company’s Executive Leadership Council as one of the top 200 executives companywide, exceeding the expectations of providing leadership across business units nationwide to drive growth.

Denver, Co

Group Manager, Northwest, (2008 – 2009)• Managed the efforts of a group consisting of 500 employees delivering $70M in annual revenue.• Delivered significant increases in growth for an up and coming region that historically underperformed, leading manager away from average performance and drawing alignment with companywide metrics while reducing headcount. • introduced revenue per employee as a metric and led aggressive price changes.Key achievements while in the position included:- Earned “Group Leader of the Year” recognition by propelling the group to a #1 rank out of 24 nationwide. - Generated the highest revenue growth national at 9% and improved profits by 23%. Group Manager, Gateway Group/Rocky Mountain Group, (2003 – 2007)• Led the 2nd largest group in Aramark, Gateway, and the Rocky Mountain Group with 3 market centers in Phoenix, Salt Lake City and Denver. Key achievements while in the position included:- Ranked 4th out of 24 group managers nationally in 2005 for delivering positive results to top-line and profit margin plans.

Journalism/Political Science

Studied Strategic Leadership/Advanced Leadership Development